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Meddling, micromanaging, undermining executive authority -- these are all ways an investor can hurt a company they are trying to help, writes Brad Feld, explaining why he adopted a philosophy of "do no harm" at the companies in which he invests. His advice to entrepreneurs: "Remind your [venture capitalist] that you are on the same side of the table."

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It's easy to get caught up in the push for transformative change, but also look to incremental improvements, writes Brad Feld of Foundry Group. Using 2% as the baseline, he suggests raising prices, reconsidering the weakest employees and cutting recurring expenses.

Before making a major decision, give yourself time to envision how your life could be different, writes Brad Feld, a managing director at Foundry Group. Feld explains how he used this strategy when he was considering whether to quit a previous firm. "When I reflect on the decision, I was only able to make it because I gave myself 30 days to really consider the decision and the various options," he writes.

The limited liability company legal structure is the "perfect choice for small businesses," given its flexibility, tax advantages and legal protections, says author Jennifer Reuting. Still, it's not perfect for every small business, since LLCs tend to be more difficult to take public and often have difficulty raising funds from venture capitalists, she notes.

Strong customer relationships give you pricing power and growth potential, but forging those bonds is no easy task, Micah Solomon writes. Among his tips for boosting customer loyalty: Watch your language, make all your interactions personal and pay special attention to the beginning and end of each interaction.

When we observe a behavior, we often assume it stems from a person's essential character -- wreckless, aloof, etc. -- rather than the situation. Psychologists call this phenomenon the Fundamental Attribution Error, and Dan Heath writes that bosses should watch out for it if they hope to encourage growth in their employees.